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Dunedin CBD - Driving Opportunity & Navigating Risk

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Dunedin is a characterful city that anchors the Otago region. Despite a relatively resilient economy, the town centre is seeing increasing vacancy driven by a wide range of economic, social and infrastructure issues. These challenges require a fresh approach to developing the city's offer and capability to meet tomorrows market.

Published in: Retail
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Dunedin CBD - Driving Opportunity & Navigating Risk

  1. 1. s‘;9 Creating the right environment for success in Dunedin's CBD Town Centre Guardianship FIRST
  2. 2. MARKET er-; ’11m. s1w¥'§WV'5‘3r' Takeaways/ Fast Food ma. ? Restaurants Taverns * . U? 6.3% , Down 1.8% ‘if up 11.1% Nationwide E‘ " Nationwide . - Nationwide -:2 '-5‘ ‘ _ C— 5 ' -‘ ‘ L '0 -1-—. .. ,a>'«~""/ ' V_ ‘A ’ " 4' ‘__. - ‘ . ' | |J. >- '' V V‘; E. . V- ‘ I
  3. 3. Groceries/ ,_ Supermarkets "L 5 1 Down 1.5% : UP 4.3% "“‘» E Nationwide Up 53% V Up 4_9% ‘ ‘ Nationwide Nationwide - Cg’: 1'. «_. / _ / 4 . Q - o . . . ' _ ‘ _ n. M’ / I ‘JP’ ’V‘A ‘ ' ; ‘|‘ I av‘. r | ‘ u , - / -. ‘ ' 1 V s I ‘ '7 , / -J -. s. _ ‘ —' ‘
  4. 4. ii 2 - fl 4 ‘ Key Town Centre Trends - sameness of offer is disengagin/ gsitoppers ‘ A 3” xx -Growth. in verticals is_irn_pactingindependents : :C‘"; .. __ - Continued spending attrition ‘ - A (“N H so-Out-of-town continues to draw consumers ——~- A. _ , A .2; A‘ . J‘ — . N -_F&B. has become the new anchor : _ I Z ‘ ~ I ’ . . — —- - Buildingrresilience avkey i_nfIuen_<; er - L’ ' 1 -‘. , . , . "‘ I R, R . 1[’IHi. ?;»"ii§_'. ‘I -13- 1.“ A I , ‘ I . - Li '. t.I’*. ;}‘ ‘ . . .5.t= :.. -‘‘— :1 —>‘« I p ’ I ' - I III ‘ I i : 5 '~ : .‘ G u a i a i p Creating the right environment for success in Dunedin's CBD
  5. 5. Il What are Businesses Wanting? - Spaces and profile that suit modern retailing needs - Clusters of like categories to attract consumers W S ,1 W : i 1 - Ability to support trends like ‘click & collect‘ MIX‘ i~¢ <3 1. Q l"’P>1~' - Rentals that are commercially sustainable ml ‘:1 3% ’ ‘ 3 . ‘. §‘’>——gg ‘. ‘- - Positive area-trends- ensuring future success - . g f 4 3} : _ g ’_, .r I -»civic-led retail strategy that provides confidence ‘I1 ‘I mi "-' l 1‘ "El. .2-F E Creatingtherightenvironmentforsuccessin Dunedln'sCBD
  6. 6. ,: i's'. ’1§Zl? ¥**~§Z? / 9:’ "7 , . T Exemplars - Hamilton ‘~‘i. :—i’: "!‘. ~"‘C’1 :2’ ‘S. - Highly collaborative approach «‘ R"-i_‘“-. _ >__'h - A focus on giving pace to re-shaping the CBD offer - Co'ns‘iderati. o_n of fresh CBD governance models - An agile approach with continuous activity V ', ’i"’ ‘.1-'1' L V i A‘ V-4 . » V ‘V ‘ . . 15'. ..’ . "~: ‘Ix u ~; =. _ lz ~', -._: =- L. -—: "-. ' '~ . v!T‘i: - 4 ‘V ‘: ~. . .- ‘ ~~ U: -»: s3‘r__ ' -A: .' " , , -I 5., -. ,, ' ' ‘ " ' , '" _ S. ..»-. .». ... _. ..i‘ '1'. ) ’. -"‘; "-itxt. 155’. .-.7 J ‘ . ‘ in--4’-_ " '— V’ r‘ G u a i a h i p Creating the right environment for success in Dunedin's CBD
  7. 7. ,, ,. Q .11 $5 I’ I, I I. L +11 ; I v“ / /s I a Exemplars - Wellington - Operates a dynamic CBD governance model - High engagement by Councillors 84 Council staff . Recognition C‘BCDis a visible sign of economic health . » - Proactive approach and resp_on'se to key issues . 5 / T 1 en I-_= :I. I:: :sw. . u__A, . _, 1+ - . . G u a i p Creating the right environment for success in Dunedin's CBD
  8. 8. Exemplars - Queenstown - Early stages ofa stakeholder-led guardianship model - Development of forward-looking strategy - Town Centre curation a key focus . -‘Potential to grow success despite _increasing competition I __ / _., ’.: —- M : ,:'; ; _. , I . - i I II I Creatingtherightenvlronmentforsuccessin Duned| n'sCBD th-
  9. 9. *~tM«'W—Ir' 1'1 - I ‘ at ' I‘ ' . ‘F ‘W g >1 L- . _ . -5_. (~. , yw . " <7. ~ 1 K it": V, ‘E I «- Iii: L. 161‘ . . . ‘: .-E: xemp| ars"- Nelson _ _1 .3 Led by an‘ efficient & ‘effective B| D'mode| -Managing unique seasonal challenges well -1 Responding strategically to out-of—town competition - Differentiating for success G u a h i p Creating the right environment for success in Dunedin's CBD FIRST
  10. 10. Exemplars - Gore - An integrated programme to re-engage consumers - Civic led but well supported by stakeholders - Growth in capability, colliegiality & reach - On track to realise ambitious goals :9 ( . ,ls__ __. . G u a i p Creating the right environment for success in Dunedin's CBD FIRST
  11. 11. 1”‘? . ll Town Centre Guardianship - A good street-scape is only the start - Commercial awareness & resilience strategies vital l l; -W. , ,1 ‘"5". ’-'l I'n: - Understanding & responding to the consumer "“‘l‘ x“ . 1 ' . 1. Q l P>. ~ - Access, parking and transport are key enablers‘ Hi is‘ ‘S ‘ ~. .7 §‘~, I i 33 ' . ' ‘ ’ *5 - Agile approach to what is a dynamic sector - A Council that understands the relevance of the CBD I‘_
  12. 12. Dunedin's CBD Edge - Characterful, interesting 8: unique - City malls position to support streetfront retail - Large retailersare investing indicating confidence - N. O3-quality suburban mails to lurelconsumfiersraway’ - -‘_ E} __i1‘» r; . - ' '(: ,.: _r“If‘{; l_: ' . - Educational sector benefits retail & F&B sectors I I . I: 7-. ’ T . . — I ‘ 'z » - . tr . ‘ _. __- ‘ _, 4; IIIIIW mt. l 1 In « " ‘l-. u . .1. I . . , .« i-I". "Ii‘lf- .4. F! 4 Ii I‘. -. "I ~ 1 G u a i a i p Creating the right environment for success in Dunedin's CBD
  13. 13. 3 4 _'_ Dunedin's Challenge - Building resilience and suitability - Seasonaility driven by University semesters - Spending attrition domestically & offshore « Not eno_ugi1ir_i_ner city dwellers - Independent retailer confidence 8: capability G u a E p Creating the right environment for success in Dunedin's CBD FIRST iii in W Willi
  14. 14. What's Possible in Dunedin - Defining our difference - Town centre curation - Putting Dunedin on the map with retailers - Improving the indpendent 8: artisan mix - Capability building 8: business support 4:‘ " ' «gr. -1’? ‘S 3 A A M| ,1.iiIii“- . . V K ’ I '1 " . : ‘3.. Hr . G u a i a E p Creating the right environment for success in Dunedin's CBD L
  15. 15. M V“ . .. $14: ‘ ‘ ii‘ ”"7.i’; ‘«’-‘ I '( Steps to Success 1/ A Council that recognises & responds to sector vulnerability 2/ Retail strategy that shapes decisions & drive confidence 3/ Collaboration with key retail & property stakeholders 4/ Actions that help re-engage consumers with the CBD -u . , o « . I i - - , . ‘ . ’ 5 '4 mg, .L‘''_ . -. «~ " o. . - iu¢_) . ‘ . ..r*+g ‘In G u a h i p Creating the right environment for success in Dunedin‘: CBD
  16. 16. -" -; ‘ l n". .—-, _‘, ma»- ‘E’ ‘i it it 4-' '‘4—’' ''. 'u I‘ ‘x-' ‘i Agile Transformation Timeframe 1/ Council on-boarding 3 months 2/ Retail strategy 3.months 3/ StakeholderCollaboration 4/ Consumer Strategies 5 months . "’ o l-l. :_br‘: :.-‘ ' ‘:5 | G u a h i p Creating the right environment for success in Dunedin‘: CBD FIRST

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